0000_MineSpree_Art_of_Interviewing_Best_Practices_Deck.pdf

Behavioral Interviewing

1. Art of Interviewing

2. Art of Interviewing: Agenda
Interviewing Skills: Workshop Objectives
The Recruitment & Selection Process – Importance of
Conducting Effective Interviews
Types of Interviews
Top Best Practices: Weeding to Sweating Out
Negotiate to Settle for the Right Vs Best Candidate
Stepwise Negotiation
Tactical Piercing
How to STARE and PIERCE?
Revisiting the Hiring Basics & Avoiding Deadly Hiring
Mistakes

3. Hired or Not?

4. Hired or Not?

5. Hired or Not?

6. Hired or Not?

7. Hired or Not?

8. Hired or Not?

9. Hired or Not?

10. Hired or Not?

11. Hired or Not?

12. Hired or Not?

13. Hired or Not?

14. Hired or Not?

15. Interviewing: Recruitment Process
Conducting Effective Interviews and Having a
Sound Selection Process
Requirements Gathering
Sourcing Candidates
Screening & Shortlist
Personal Qualities
Education Needs
Experience Base
Competency / Skills
Career Progression

16. Interviewing: Types
Types of Interviews
Behavioral
Directed [Structured]
Non-Directed [Broad]
Team – Group Interaction
Panel
Stress & Spot
Case / Situational; Motivational

17. Interviewing: Best Practices
Top Tips & Tricks in Hiring
Weeding to Sweating Out
F2F / 1:1
Musical Chair
Audio – Video Conferencing
Working To Gather Vs Working Together
Silo Vs Team Thinking; Team Eating to Team Meeting
Vote Vs Veto
Self Vs Organization Vs Client Orientation

18. Interviewing: Negotiation
Negotiate to Settle for the Right Vs Best
Candidate
Stepwise Negotiation
Tactical Piercing
How to STARE and PIERCE?
STARE: Situation/Service Based Questioning; Technical/Tasks
Based Questioning; Aptitude/Attitude-Based Questioning;
Reaction/Response Based Questioning; Emotions/Ethics Based
Questioning
PIERCE: Probe – Instigate – Elicit – Reciprocate – Conclude –
Evaluate

19. Interviewing: Back to Basics
Revisiting Hiring Essentials
Revisiting the Hiring Basics & Avoiding
Deadly Hiring Mistakes
Values & Ethics
Traits Vs Behavior
Skills Vs Attitude
Culture Fitment
Reference Checks – Do’s & Don’ts

20. Interviewing: Ten Deadly Traps
Pitfalls to Avoid
1. Reacting: Hiring someone too different from the
problem person just fired
2.Unrealistic Expectations: Demanding many
contradictory qualities, like "high-energy doer and
thoughtful analyst."
3. Evaluating People in Absolute Terms: “She/He is a
Good Manager“ -- without clarifying that she/he manages
processes well, but not people
4. Accepting People @ Face Value: Not getting the full
story of a candidate's background
5. Believing References: Trusting references' input
without determining their credibility

21. Interviewing: Ten Deadly Traps
Pitfalls to Avoid
6. "Just like me" Bias: Highly rating candidates who are
like you
7. Delegation Blunders: Assigning critical steps in the
search process to ill-prepared staff
8. Unstructured interviews: No prepared questions to
reveal candidates' competencies
9. Ignoring emotional intelligence: Failing to assess
candidates' self-awareness, motivation, empathy, and
social skills
10. Political pressures: Inappropriate agendas, such as
pressure to hire a VIP's friend

22. Interviewing: Process Workflow
First Step: Before Starting the Interview
Prepare for the Interview:
Take some time to go through the profile of the candidate
Try to understand his role and also prepare a list of
questions that you like to ask
Schedule your time
Don't give same time to more than one person. Start the
interview on time!
If you think that you will not be able to start the interview
on specified time then inform the candidate
Even if you have informed the candidate about the
expected delay…apologize before you start the interview

23. Interviewing: Process Workflow
Second Step: Environment for the Interview
Don't take interview at a place, which is either too noisy or
too congested
If possible, put a tag "Do not disturb "outside your cabin or
room
Ensure that the lights are proper and the person sitting
there is comfortable
Record the proceedings of the interview
If you have voice recorder, that will be excellent but if you
don't have…then write in down

24. Interviewing: Process Workflow
Third Step: Begin the Interview
The candidate might think…Who are you to
take my interview?
Introduce yourself
Your Name
Your Designation
Your Total Experience
A brief about your role in the organization
Since how long you have been associated with your
present organization

25. Interviewing: Process Workflow
Fourth Step: Conduct the Interview
Concentrate on following things:
1) His role
2) His span of control
3) Organizational Hierarchy
4) Major achievements in that particular job/ role.
5) Major Challenges that he has faced in his present job; in
his career; in his life
6) Why he want to change his job and why he has
changed his jobs in past?

26. Interviewing: Process Workflow
Fifth Step: Closing the interview
Tell the candidate that it was a pleasure to talk to him and
you are through with the interview
However, if he have any question; if he want ask or know
anything…he can do that
Tell him that someone from your team will get in touch
with him for future course of action

27. Interviewing: Process Workflow
Sixth Step: Conclusion
NOTE:
During the interview…don't frown at him
Carry a smiling face
In that interview cabin…you are trying to sell the vision of
your company; the policies and procedures
Once the candidate is out from the interview cabin, he will
be doing an advertisement for your company…
Good or bad…choice is yours!

28. Why Interviews Fail?
Lack of Preparation
The first impression lasts a long time
Prior to the interview make sure you understand the key
elements of the job
Develop a simple outline that covers general job duties
Possibly work with the incumbent to get a better idea of
what the job is about
Screen the resumes and application to gain information for
the interview
Standardize and prepare the questions you will ask each
applicant

29. Why Interviews Fail?
Lack of Purpose
Not trying to determine the best applicant…
Not convincing the applicant that this is the best place for
them to work!
NOTE: Today's workers have many more choices and job
opportunities to choose from!!

30. Why Interviews Fail?
Lack of Clearly Defined Job Competencies
Each job can have anywhere from 6-10 job competencies
Identify the behaviors, knowledge, motivations and
qualities incumbents need to have to be successful in the
job
If the job requires special education or a license, be sure
to include it on your list also
There are several assessments and profiles available to
help insure you have a good match between the applicant
and the job

31. Why Interviews Fail?
Lack of Structure
The best interview follows a structured process
This doesn't mean that the entire process is inflexible
without spontaneity
What it means is that each applicant is asked the same
questions and is scored with a consistent rating process
A structured approach helps avoid bias and gives all
applicants a fair chance
The best ways to accomplish this are by using behavioral
based questions, role-plays and situational questions

32. Interviewing: Behavioral Q’s
Behavioral based questions are used to
evaluate the applicant's past behavior,
experience and initiative such as:
Give me an example when you . . .
Describe an incident where you went over and beyond the
call of duty . . .
Tell me about the time you reached out for additional
responsibility . . .
Tell me about the largest project you worked on . . .

33. Interviewing: Situational Q’s
Situational based questions evaluate the
applicant's judgment ability and knowledge.
The interviewer first gives the applicant a
hypothetical situation such as:
You are the store manager of a hardware store. One of
your employees has just told you that he thinks another
worker is stealing merchandise from the store.
What should you do?
What additional information should you obtain?
How many options do you have?
When or if you should call the police?

34. Interviewing: Role Plays
Sample role-plays are effective ways to learn and
practice new skills
They can also be used during the interview
process to determine the skills and personal
charisma of people during stress
For example, if you are interviewing a customer
service representative you can use a role-play to
see how this person can manage an irritated
customer

35. Interviewing: Role Plays
When using role-plays consider the following
guidelines:
 1. It is a good idea to write the situation down on paper.
Give the person time or a short break to "get into
character" prior to beginning the role-play
2.Give the candidate clear guidelines and background
information so they thoroughly understand the situation
3.Allow them to ask questions before you begin
4.Debrief the applicant at the conclusion of the role-play
5.Ask them to tell you how they thought they did and how
they could have done it differently
6.Conclude the role-play in a positive way

36. … Source Credits …
World Wide Web
Yahoo Trainer’s Forum
Yahoo Leadership Forum